I always travel once a year to my business partner in the US and we always have this debate over “you can train and educate an individual into being management”, but I have always maintained you “cannot train a leader”: leadership is in your DNA or not, and I believe leadership is something that passionately is in your blood, the route of success in any business is with the strength of its leadership, so the question that I am always engage within these days with groups is why is there so much management, why do we have a shortage of competent and strong leaders?
Some of the readership will remember a blog I wrote in 2014, “Middle Management or Strong Managers”: here.
My views are not only individual if you read Chapter 7 of John Bogle’s book ‘Enough: True Measures of Money, Business and Life’. The theme of management versus leadership is a familiar one and the distinctions that Bogle makes are based on some fairly standard and familiar definitions. To clarify the distinguishing features, Bogle quotes Professor Bennis as follows: ‘The manager administers, the leader innovates’ … ‘The manager relies on control; the leader inspires trust; the manager has a short-range view; the leader has a long-range perspective; the manager accepts the status quo, the leader challenges it.’
Clearly the need for leadership is as strong if not stronger in IT as it is in the world of finance and business with which Bogle is primarily concerned.
These calls have been made consistently over a long period of time now by a large number of business gurus, life coaches and consultants, but still the landscape remains patchy in my experience. For every good piece of leadership, I see, where teams are given clear direction and empowered to operate effectively, I see examples of micro-management where managers are insistent on predetermining the activities, tasks and man-day estimates and then badgering the team to report their success in following this predetermined plan.
A great leader will possess qualities like passion, integrity, a take charge attitude and the ability to inspire others. Employers and executives recognise this, and these “born leaders” are often first in line for promotions to leadership roles.
But people with leadership potential have never simply become leaders overnight. To co-exist as a leader, existing leaders have a responsibility to train the next generation, showing them how to guide a group of people toward a specific vision or goal, which in this new digital era of automation, robot and in some exception non-verbal communication – a particularly difficult challenge to overcome.
The challenge is that we live in a world where never before has leadership been so necessary but where so often leaders seem to come up short. Our sense is that this is not really a problem of individuals; this is a problem of organisational structures, effectively those traditional pyramidal structures that demand too much of too few and not enough of everyone else.
So here we are in a world of amazing complexity and complex organisations that just require too much from those few people up at the top. They do not always have the intellectual diversity, the bandwidth, the time to really make all these critical decisions. There is always a reason that, so often in organisations, change is belated, it is infrequent, it is convulsive.
My thoughts are still that the dilemma is one of complex company organisation, it’s growth, as fast as the environment is changing, there are just not enough extraordinary leaders to go around, something that I have majored on with my new book “Meaningful Conversations“. Look at what we expect from a leader today. We expect somebody to be confident and yet humble. We expect them to be very strong in themselves but open to being influenced. We expect them to be amazingly prescient, with great foresight, but to be practical as well, to be extremely bold and also prudent.
So, can organisations develop real leaders that can make a difference to business and create value?
My belief is that emotional intelligence (EI) is going to be a huge key component of effective and developed leadership. The ability to be perceptively in tune with yourself and your emotions, as well as having sound situational awareness can be a powerful tool for leading a team. The act of knowing, understanding, and responding to emotions, overcoming stress in the moment, and being aware of how your words and actions affect others, is fundamental for growth. Emotional intelligence for leadership consists basically of these five attributes: self-awareness, self-management, empathy, relationship management, and effective communication.
The business world is evolving and changing at unprecedented speed in a very unconnected human world, emotions and our day to day communications are becoming a much more important aspect of working relationships. Having emotional intelligence increases your chances of being more accepted on teams and considered for leadership positions. It can also set you apart from the competition when seeking a new position or promotion.
Sharing information is critical, but it is substantially less than half the battle. You must communicate clearly about the organisation’s strategy, speed, direction, and results. But you cannot stop there. Verbally and nonverbally, the way in which you communicate – humbly, passionately, confidently – has more impact than the words you choose.
As a leader, you must inspire others through your words and actions. And before you speak, make sure you listen and observe; knowing your audience is as important as the message you’re delivering. Communication informs, persuades, guides, and assures, as well as inspires. You must be willing to reveal more of yourself, to let others see your soul. If you withdraw, you will undermine your effectiveness as a leader, and your followers may soon drift to the side lines.
In summary, clear communication is the most important key to a business leader’s success. So, to grow as a leader and manager, you must learn how to be an effective, compelling communicator. And if you want your company to succeed, you and your team have to master the art of clear communication together, as well. By using these and other strategies, you and your employees can reach new levels of leadership excellence.
Rick Pitino, once said:
“Technology is a compulsive and addictive way to live. Verbal communication cannot be lost because of a lack of skill. The ability to listen and learn is key to mastering the art of communication. If you don’t use your verbal skills and networking, it will disappear rapidly. Use technology wisely.”